By C. Davis Fogg
This advisor addresses the strategic swap technique: turning strategic concerns into assigned, measurable activities; fostering inventive management; removal resistance; aligning company and departmental plans; utilizing groups competently; source allocation; and becoming implementation into the method.
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Reviews result in judgments of the competency of teams and individuals and subsequent changes to improve the organization's ability to execute its plans. They can lead to redirection of strategy, reformulation of projects and jobs, and most of all, reallocation of scarce resources. Key 18: Reward strategic results. Design a balanced compensation and reward package that rewards long-term strategic accomplishment as well as ongoing results from each of the contributing organization units functional departments, cross-functional teams, and of course, individuals.
Finally, companies are often shaken out of their lethargy and motivated to change only when confronted with plummeting performance in the market. Those that wait suffer financial and market share losses. And in this era of board and stockholder activism, their top officers frequently and rightfully pay for inaction with their heads. Pressures Against Change Myopic leadership at the top likes the status quo and doesn't develop and aggressively implement needed strategic change. Often com- Page 15 fortable and sometimes arrogant, with a strong sense of entitlement when it comes to their jobs, pay, and trappings of office, these executives are usually coddled by a workforce that is similarly entitled.
Tangible evidence such as downsizing, elimination of unprofitable products and businesses, and firing of marginal personnel at all levels is often the only force that wakes up an organization. Sacrificial lambs still serve their symbolic purpose. Such moves imbue the organization with a needed sense of urgency, recognition of the consequences of not changing, and sufficient stress, anxiety, and fear to get moving. Sad but true. The Four-Phase Strategic Change Process When embarking on a change process, the organization and individuals within it will go through the four-phase process summarized below.